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The Wisdom of CEOs THE INTERVIEWS


CBI: What was your first leadership position like?


BRIAN MORRIS: My first mana- gerial position occurred when I was 16 and put in charge of a pet shop during summer vacation. I found management, and the responsibility that comes with it, particularly appealing, as the per- formance of the shop was driven by my own efforts and, therefore, was entirely measurable. Responsibility without accountability and measurement is a false friend to a CEO; only when you can measure what you’re accountable for can a business move forward. This position gave me a taste for leadership and responsibility, and I’ve thrived on it ever since.


CEO Brian Morris


SMAIYRA MILLION: In high school, I was president of my junior and senior classes, secretary of the National Honor Society, and co-captain of my cross-country team, but my first leadership position of substance came about when I was 30, as the hotel manager for the Ritz-Carlton in Boston. Overseeing such an iconic asset was a great responsibility, but the true pride came from working with such a diverse and talented team—from the doorman who celebrated his 50th anniversary with the hotel, and who taught me patience and how to maintain a sense of humor under stressful conditions, to 22-year-old Cornell University hotel school grads who looked to me to mentor their growth and challenge their inquisitive minds.


CBI: What personal attributes were important in moving into a CEO position?


MILLION: My passion for people. One’s technical ability to manage expenses or create revenue opportunities is merely the admission ticket to management, but what makes a true leader is being able to consistently get the best out of the people you work with. While I don’t escape the complications of human interactions, I’ve learned to embrace them, and find the nuances and layers of relationships fascinating. It’s a challenge on many levels, but the rewards are great and long-lasting.


MORRIS: Being passionate, resilient, and determined to succeed—sometimes in the face of adversity. And a strong character is helpful in leadership.


54 Club Business Internat ional | APRIL 2012 | ihrsa.org


CEO Smaiyra Million


CBI: How would you describe your leadership style? Has it changed over the years?


MORRIS: I hope that I’m visionary and, as much as possible, inclusive. I think that I’m perceptive in dealing with others, good at assessing moods and trends, and able to handle situations involving sensitive matters and emotional issues. My style has definitely changed over time, and I’m still


learning. Every leadership style needs to adapt to meet the ever-broadening challenges inherent in business today. I’m a better listener now than I used to be, but, by the


same token, I’m also able to be more forthright. Communi- cating ideas and direction with clarity isn’t easy in the best of times, and is made more complex when a lot of different cultures and languages are involved. This is especially true at Aspria, where we have businesses in four countries and members representing 70 nationalities. It’s often necessary to reinforce every communication.


MILLION: Early on, I learned how much more important it was to understand people and be adaptable than it was to be technically competent in a specific role. In the final analysis, my job was about driving the bus, not about trying to find the right seat. I’ve always been intuitive and, as I’ve grown, have tended to


rely more on emotional quotient (EQ) than intellectual quotient (IQ). I do my best to understand what makes the key people around me “get out of bed in the morning,” and strive to pro- vide an environment that rewards their talent and hard work. My leadership style has matured over the years. I’ve


become more patient and inclusive—less black and white, and more strategic—as opportunities arise.


CBI: What are some of the challenges that you’ve faced as a CEO?


MILLION: Leadership is challenging on so many levels every day. Pressures from stakeholders are constant. My primary focus has revolved around consistent delivery of uncompro-


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